fishbone daigram

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    n a l y t i c a l S k i l l sn a l y t i c a l S k i l l s: -r e s e n t e d b y : -r e s e n t e d b y

    Rinkesh

    Rinkesh

    JainJain

    R

    aunakJain

    Raunak

    Jain

    Chit

    ralMistry

    Chit

    ralMistry

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    njeet

    Sanj

    eet Si

    ngh

    Singh

    Ank

    itKapoor

    Ank

    itKapoor

    Yu

    gant

    Yu

    gant

    Pimp

    le

    Pimp

    le

    Sarafa

    raz

    Sarafa

    raz

    M

    erch

    ant

    M

    erch

    ant

    201058

    201058

    2010

    114

    2010

    114

    2010

    58

    2010

    58

    2010

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    201058

    201066

    201066

    2

    01097

    2

    01097201057

    201057

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    i s h B o n e D a i g r a mi s h B o n e D a i g r a m

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    Introductiontroduction ( ).Created by Kaoru Ishikawa 1990( ).Created by Kaoru Ishikawa 1990 . .Dr Ishikawa was a quality expert. .Dr Ishikawa was a quality expert The diagram has a cause side and an effectThe diagram has a cause side and an effect

    .side.side Common uses of the Ishikawa diagram are productCommon uses of the Ishikawa diagram are productDesignDesign

    and quality defect preventionand quality defect prevention

    -Effect side Current work problem or desired-Effect side Current work problem or desired

    .quality characteristic.quality characteristic -Cause side Factors that influence the stated-Cause side Factors that influence the stated

    .effect or characteristic.effect or characteristic

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    ontdontd

    It is also referred to as an IshikawaIt is also referred to as an Ishikawa

    ,Diagram a,Diagram a characteristics diagram or an Cause characteristics diagram or an CauseAnd EffectAnd Effect

    .daigram.daigram

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    .Identify the possible root causes.Identify the possible root causes Sort out and relate some of theSort out and relate some of the

    interactionsinteractions Analyze existing problemsAnalyze existing problems Traditional way of approaching theTraditional way of approaching the

    problem isproblem is

    .very time consuming.very time consuming When a team s thinking tends to fall When a team s thinking tends to fall

    .into ruts.into ruts . When there is requirement of team work. When there is requirement of team work

    hen it should behen it should beused?sed?

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    Helps determine the root causes of aHelps determine the root causes of a.problem.problem

    .Encourages group participation.Encourages group participation

    , - - .Uses an orderly easy to read format, - - .Uses an orderly easy to read format .Indicates possible causes of variation.Indicates possible causes of variation .Increases knowledge of the process.Increases knowledge of the process Identifies areas where data should beIdentifies areas where data should be

    .collected.collected

    hy should we use it?hy should we use it?

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    here it can be used?here it can be used?anufacturing Processanufacturing Process( )M s )M s / ( )arketing Service 7 P s( )arketing Service 7 P s( )Machine technology( )Machine technology =Product Service=Product Service

    ( )Method process( )Method process PlacePlace

    MaterialMaterial /Promotion Entertainment/Promotion Entertainment

    Man PowerMan Power ( )People key person( )People key person

    ( )Measurement Inspection( )Measurement Inspection ProcessProcess

    ( )Mother Nature Environment( )Mother Nature Environment Physical EvidencePhysical Evidence/Management Money Power/Management Money Power PricePrice

    MaintenanceMaintenance

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    ow to use it?ow to use it?EF

    FEC

    T

    Cause A Cause B Cause C

    Cause D Cause E Cause F

    -

    Sub

    Cause

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    ow to use it?ow to use it?Identify and clearly define the outcome orIdentify and clearly define the outcome or

    effecteffect

    to be analyzedto be analyzed

    Decide on the effect to be examined.Decide on the effect to be examined.Use Operational Definitions.Use Operational Definitions.Remember, an effect may be positive (anRemember, an effect may be positive (an

    objective) or negative (a problem),objective) or negative (a problem),

    dependingdepending

    upon the issue thats being discussed.upon the issue thats being discussed.

    Draw a horizontal arrow pointing to theDraw a horizontal arrow pointing to the

    right.right.

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    Establish the major causes, or categories,Establish the major causes, or categories,underunder

    which other possible causes will be listed.which other possible causes will be listed.

    Write the main categories some above theWrite the main categories some above thespinespineand some below it.and some below it.

    Identify other specific factors of the mainIdentify other specific factors of the maincategory.category.

    You can do this by asking a series of whyYou can do this by asking a series of whyquestions.questions.

    Analyze the diagram.Analyze the diagram.

    Look for causes that appear repeatedly.Look for causes that appear repeatedly.

    ow to use it?ow to use it?

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    an power

    Maintenance

    Machineethod

    Management Material

    easurement

    other Nature

    uality Material

    ld Technology

    ew Technology

    mproper

    InventoryegularIntervals

    apability Study

    roper measurement

    Temperature

    Humidity

    Relationship

    Leadership

    orking condition

    Training

    ver Complex

    ime consuming

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    Human error can be overlooked.Human error can be overlooked.The problem found has to be cross-The problem found has to be cross-

    checked.checked.

    Dont work when problem is small.Dont work when problem is small.Not possible if the team cant meet at aNot possible if the team cant meet at a

    time.time.

    .isadvantages.isadvantages

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